The Self-Aware Leader

Are you conscious of your blind spots?

Summary
Transcript

Fabian De Rozario, founder of GlobalConnect Consulting & Training, describes the impact a leader’s level of self-awareness has on his or her inclusive behaviors.

“When an individual is self-aware, they are able to notice their blind spots, and by being more conscious of them, they can be more intentional and choiceful in working on their skills and capabilities and how they show up in front of others,” says Fabian. “If a leader builds a culture of feedback in an organization, they are able to then get everyone on board to practice inclusive behaviors every day. The ability to shine a light on one’s unconscious biases and make intentional choices so that we impact others in a desirable way, that is a key capability for a leader.”

Watch the video to hear more from Fabian about what makes a self-aware leader.

TAKEAWAYS
- Self-awareness is critical to allowing others to flourish.
- Self-aware leaders receive feedback well.
- Self-aware leaders add value through other people.

When an individual is self-aware, they are able to notice their blind spots and by being more conscious of them, they can be more intentional and choiceful in working on their skills and capabilities and how they show up in front of others.

Self-awareness is very important. And if a leader builds a culture of feedback in an organization, they are able to then get everyone on board to practice inclusive behaviors every day. The ability to shine a light on one’s unconscious biases and make intentional choices so that we impact others in a desirable way, that is a key capability for a leader.

Now, you have to realize that the contribution and the value that you provide to the organization is no longer primarily from your individual efforts. Now your value and contribution to your organization is through others. And so it behooves the leader to be more self-aware, to gain new skills, which are certainly different from the skills that were used to promote you. Gain the skills of people chemistry—of understanding how to inspire and engage people and create the conditions by which people can do their level best because people do have a discretionary effort.

In the hundreds of conversations that I have each year with managers, with direct reports, I continue to be amazed by how the workplace still does not leverage their talent. They get slotted into responsibilities and roles that may not be a perfect match for them and they've not been consulted on it. Or they feel a certain barrier in communicating to their manager the truth. And they have to filter their point of view to the manager because they don't think that their point of view is going to be well received. Or sugarcoating insights to managers because they want to say things that are more palatable to the organization. This kind of filtering of information I think is what is shortchanging organizations’ capabilities to innovate and to be agile and to respond to the ever-changing market environment.

The job of the leader in creating value through people is to not only lower or eliminate the barriers to people doing well, but also raise the bar here for the leader to help that individual be successful by throwing the resources, the coaching, the mentoring, but also finding ways for that individual to even do better than what the individual felt that they can accomplish. That is the role of the leader.

Fabian De Rozario

Fabian De Rozario is a business and community leader who has led, coached and trained thousands of people globally. Fabian is a thought-leader and an energizing speaker in the topics of inclusive leadership, engagement, diversity and ...

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